5What is Performance Appraisalis a method by which the job performance of an employee is evaluatedAn evaluation of how well an employee performs his or her job compared to a set of predetermined standards.is a systematic review of a person’s work and achievements over a recent period, usually leading to plans for the future.

6What is Performance AppraisalIn personnel psychology, this term is used for the evaluation of the performance of an employee or a group measuring their contributions to the goals of the organization by reference to traits, behavior and resultsAny system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.The evaluation of an individual's work performance in order to arrive at objective personnel decisions.

7A process by which organization evaluate individual job performance“The appraisal of each employee’s performance should be based on actual performance of the critical elements identified through job analysis”

12Specific, Timely, Accurate,Identify impact to team or Dep’tRelevant, based upon observable behavior, compare actual behavior to expected behavior“STAIR”Each of these components must be considered when analyzing performance issues!

13Uses of Performance Appraisal Performance of responsibilities of the job. Behavior in the workplace. Professional Development. Organizational support and encouragement of good performance. Correct poor performance and/or behavior and reestablish expectations of employer and employee.

17 Rating Scales, requires the rater to provide a subjective evaluation of an individual’s performance along a scale from low to high. Checklists, requires the rater to select words or statements that describe the employee’s performance and characteristics.

18 Forced Choice Method, requires the rater to choose the most descriptive statement in each pair of statements about the employee being rated. Critical Incident method, requires the rater to record statements that describe extremely good or bad behavior related to the job performance. Recorded incidents include a brief explanation of what happened. Accomplishment Records, these are employee-produced listings of accomplishments such as publications, speeches, leadership roles, and other professionally related activities

19 Self Appraisals, give the employees an authority to appraise themselves. It can be a useful evaluation technique if the goal of evaluation is to further self-development. Management by Objectives, consists of goals that are objectively measurable and mutually agreed on by the employee and manager. Psychological Appraisals, psychologists are used for evaluations of the individual employee’s future potential. Assessment Centers, are a form of standardized employee appraisal that relies on multiple types of evaluation and multiple raters

21 Careful selection of PA techniquesReducing rater bias Training Biases and their causes should be explained The role of PA in employee decisions should be explained to stress the need for impartiality and objectivity Raters should apply subjective measures as a part of their training FeedbackRaters should get feedback about their previous rating Careful selection of PA techniques

23The Evaluation InterviewThe tell-and-sell methodCommunicates to employees their performance as accurately and directly as possible with little return feedback, but can lead to defensivenessThe tell-and-listen interviewCommunicates to employees their strengths and weaknesses, but also allows for return feedbackThis creates an environment that is less defensive and stressful to the employee

24The Evaluation Interview (continued):The problem-solving interviewPlaying the role of helper more so than judge, the manager creates an environment through which the employee can discover his or her own developmental needsThe mixed-model interviewAllows for the problem solving interview in the beginning, where the subordinate leads off, and finishes with the tell-and-sell or tell-and-listen approaches if the subordinate has missed some important areas of his or her performance